Use "managements" in a sentence

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Managements in a sentence

1. The appraisal of managements is, indeed, difficult.
2. Entrenchment is normally very important for managements.
3. Primacy of the Income Account and the Appraisal of Managements.
4. PRIMACY OF THE INCOME ACCOUNT AND THE APPRAISAL OF MANAGEMENTS.
5. Wars against corporate managements take time, energy and money.
6. We provide a framework for appraising managements in Chapter 11.
7. We do not imply that corporate managements are not to be trusted.

8. Also, the popularity of IPOs has resulted in dedicated managements.
9. Bad managements are, in our view, easier to spot than good managements.
10. Managements can and do create wealth by acting as opportunistic investors.
11. Most managements do not view outside stockholders either as allies or as adversaries.
12. The normal academic assumption is that, managements work in the best interests of stockholders.
13. Acting as a majority they can hire and fire managements and bend them completely to their will.
14. The view of businesses as pure going concerns has led to appraising managements only as operators.
15. Good managements produce a good average market price, and bad managements produce bad market prices.
16. Graham was particularly mistrustful of executives (he did not like to visit managements for this reason).
17. For better or worse, we would opt for managements more interested in creditworthiness than enhanced ROE.
18. Moreover, under the influence of this view market participants tend to appraise managements only as operators.
19. There's way too much capital, too little differentiation and way too many managements doing the same dumb things.
20. That managements do not tend to work primarily in the best interests of all stockholders has been pointed out by John K.
21. Given this, the managements tend to be nonpromotional, and at times, hardly interested at all in what Wall Street thinks.
22. We want to see not only whether managements are honest with shareholders but also whether they’re honest with themselves.
23. The best OPMIs can hope for is that there is a distinct bent by individual managements toward the communities of interest side.
24. He does not believe in speculating that an underperforming company will be taken over, because most managements resist selling out.
25. Evaluations have to look at companies and managements not only as operators of going concerns, but also as investors and financiers.
26. The managements of both Litton and Ingalls knew from the start that they had bitten off far more than they could chew and/or swallow.
27. Document preparation has been left largely to investment bankers, practicing lawyers, accountants, and members of corporate managements.
28. It is an untrue and misleading myth that companies seeking acquisitions—for example, Leasco—look for companies with bad managements.
29. Many corporate managements and activists have become far more oriented toward short-run results than is really productive for the economy.
30. In the past the dividend policy was a fairly frequent subject of argument between public, or minority, shareholders and managements.
31. And there are times when managements want what most outside stockholders want—for example, a high price for the company’s common stock.
32. Rather, all financial relationships, including those between managements and OPMIs, combine communities of interest and conflicts of interest.
33. Managements will tend to be judged by their ability to improve margins, increase sales, organically grow the business, reduce costs, and so on.
34. On comparatively rare occasions, managements resort to padding their income account by including items in earnings that have no real existence.
35. As we explain in Chapter 7, a strong financial position—that is, being creditworthy—gives managements options they would not have otherwise.
36. Superior managements seem to focus on the same things a value investor focuses on as a buy and hold investor, that is, long-term wealth creation.
37. But what has happened is there has been a great pressure put upon the managements of many of these companies to enhance or improve their earnings.
38. Given their druthers, most managements not seeking near-term access to equity markets probably would opt for the long-term view of wealth building.
39. On the contrary, managements have always insisted that they have no responsibility of any kind for what happens to the market value of their shares.
40. But if managements talk more about the stock price than about the business, warns Robert Torray of the Torray Fund, we’re not interested.
41. This is, of course, entirely contrary to the stated goal of government managements, which is to keep healthcare costs from increasing out of control.
42. Furthermore, even given the limited number of choices available to corporate managements under GAAP, none of those choices need reflect economic reality:.
43. In their view, managements ought to forgo projects with possible huge long-term pay-offs if that entails sacrifices in creating near-term operating income.
44. Few managements are likely to conclude that the appropriate capitalization is that structure which will maximize the trading price of the OPMI common stock.
45. In general these shareholders wanted more liberal dividends, while the managements preferred to keep the earnings in the business to strengthen the company.
46. Bad management, it should be noted, does not specifically refer to managements that do not contribute to their companies’ having favorable stock market prices.
47. Managements with public stock to use tend to be more conscious of values that can be created by using the stock, especially when it is selling at a liberal price.
48. Certain managements in certain situations seem to do extremely well by having a singleness of purpose—that is, by pouring all their resources into one industry.
49. Left without these legal constraints, we have little doubt that many managements would be far less cognizant of the stockholder’s best interests than is now the case.
50. In business you don’t want to put yourself in the position of having to manage too much—if you buy fifty companies you then have fifty managements to straighten out.
51. The factors that allow the managements to be opportunistic also bring to light certain shortcomings, at least from the viewpoint of shorter-term stock market speculators.
52. Managements have succeeded very well in avoiding these questions with the aid of the time-honored principle that market prices are no concern or responsibility of theirs.
53. The simple fact is that relationships among managements and stockholders of public companies are always combinations of communities of interest and conflicts of interest.
54. On the other side of the coin, we think all investors should avoid the securities of companies deemed to have bad managements, regardless of the price of the equity security.
55. Many conglomerate managements in 1968, on the other hand, demonstrated no abilities other than a knack for promoting the prices of the stocks of the companies they controlled.
56. It seems to us, though, that much of security analysis and much of accounting is directed toward appraising businesses and their managements solely as operations and operators.
57. The professionals whom we know and work with do not wish to risk their livelihoods and reputations for the benefit of third parties, such as managements and large stockholders.
58. OPMIs pretty much have to leave companies as-is, and therefore place particular efforts into buying into well-managed businesses with stable, but clearly superior, managements.
59. Past managements had forgotten them; palace revolutions had taken no notice of them; the history of France had run its course unknown to them; and nobody recollected their existence.
60. The toughest problem by far, is to identify managements and control groups of these net nets who are both able and conscious of the interests of outside, passive, minority investors.
61. Reading the documents is no substitute for fieldwork—interviewing managements, competitors, customers, government regulators, and others who can contribute information to an analysis.
62. These facts, thus briefly stated, illustrate the vicious possibilities inherent in permitting managements to exercise discretionary powers to purchase shares with the company’s funds.
63. Nobody understand human nature as well as Bill O’Neil, in particular when it came to the managements of certain companies who can get carried away as a result of their heady success.
64. Outsiders seeking control from entrenched managements usually have to incur huge up-front expenses and almost always are faced with uncertainty as to whether control will be attainable.
65. It is customary to commend managements for plowing earnings back into the property; but, in measuring the benefits from such a policy, the time element is usually left out of account.
66. Whereas it should be emphasized that the overwhelming majority of managements are honest, it must be emphasized also that loose or purposive accounting is a highly contagious disease.
67. The basing of common-stock values on reported per-share earnings has made it much easier for managements to exercise an arbitrary and unwholesome control over the price level of their shares.
68. Managements are naturally loath to return any part of the capital to its owners, even though this capital may be far more useful—and therefore valuable—outside of the business than in it.
69. Put simply, OPMI prices do not serve as a good test distinguishing between competent managements who deserve to be insulated in office and poor managements who ought to be removed from office.
70. In a Graham and Dodd primacy of the income account approach (or any other primacy of the income account approach) managements are appraised almost solely as operators of strict going concerns.
71. Because it is so difficult to appraise managements, we do not believe that outside investors should, as a rule, pay premium prices to invest in the stocks of companies with superior managements.
72. The underlying characteristic of these superior managements, in our opinion, is that they seem to focus on the same things we focus on as buy-and-hold investors; that is, long-term wealth creation.
73. This tends to happen when stock traders desire to pay premiums for aggressive managements, although companies with high-quality assets oftentimes are run by careful rather than aggressive managers.
74. Innumerable such acquisitions have been accomplished by agreement with the existing managements, or else by accumulation of shares in the market and by offers made over the head of those in control.
75. The Modigliani and Miller view of the fiduciary management selflessly toiling for the ideal stockholder simply does not accurately describe how all managements of public companies think and operate.
76. Many managements want buoyant OPMI prices simply because they would rather have their stockholder constituencies happy, even though shareholder unhappiness would carry no downside risks for management.
77. On the other hand, some managements, especially those in struggling industries, would benefit their investors by returning capital to them rather than reinvesting in the business at low rates of return.
78. There does not appear to be any basis in fact for assuming either that managements act in the best interests of stockholders or that stockholders have an absolute community of interests among themselves.
79. Large companies are often run by older and more conservative caretaker managements that are less willing to innovate, take risks, and move quickly and wisely to keep up with rapidly changing times.
80. It can be stated as a rule with very few exceptions that poor managements are not changed by action of the public stockholders, but only by the assertion of control by an individual or compact group.
81. It is just too difficult to properly put into forecasts factors such as competitive forces, technological innovations, inexperienced managements, business cycles, access to capital markets and acts of God.
82. I have found no reference that reports any reduction of costs in programs that political managements sponsored, started, or ran by the approaches of federal government (or State governments for that matter).
83. The automatic stay that goes into effect when Chapter 11 relief is put in place insulates managements from continuous hounding by unpaid creditors, a common condition existing prior to any Chapter 11 filing.
84. Managements have succeeded generally in achieving a favorable environment for management entrenchment: State antitakeover laws that insulate managements in office have become virtually universal since the 1970s.
85. The typical special situation has grown out of the increasing number of acquisitions of smaller firms by large ones, as the gospel of diversification of products has been adopted by more and more managements.
86. It is our experience that investment success is more often related to being associated with managements who are opportunistic and take advantage of the resources of the business than by any other financial factor.
87. He sees a general trend having developed over the last decade or so in which managements have become more attentive to the views of their institutional shareholders, and he no doubt played his part in that change.
88. The outside groups that managements of publicly owned corporations tend to view impersonally are the outside passive minority investors (OPMIs) and the Internal Revenue Service, among other tax-collection agencies.
89. The relationship between stockholders and their managements, after undergoing many unsound developments during the hectic years from 1928 to 1933, have since been subjected to salutary controls—emanating both from S.
90. Those individual shareholders who have enough gumption to make their presence felt at annual meetings—generally a completely futile performance—will not need our counsel on what points to raise with the managements.
91. Unlike most stock market participants, the primary focus of these managements is not on what periodic reported earnings per share, or periodic earnings before interest, taxes, depreciation and amortization (EBITDA), might be.
92. The scope of permissible insider disclosures has been expanded by the Safe Harbor Act (under the Private Securities Litigation Reform Act of 1995) so that now, subject to hedge clauses, managements are freer to make forecasts.
93. Unlike most stock market participants, the primary focus of these managements is not on what periodic reported earnings per share, or periodic EBITDA (earnings before interest, taxes, depreciation, and amortization), might be.
94. Experience tells us that we have achieved the best results when associated with superior managements who were able to be opportunistic on a long-term basis, and took advantage of the resources in the business, which included:.
95. Second, whether or not they have opportunities for profitable investment of the funds is not something that is going to be told to companies or their managements by the stock market appraisal of how their earnings are capitalized.
96. Once one recognizes that businesses generate wealth both through going concern and resource conversion activities, it becomes apparent that managements should be appraised not only as operators but also as investors and financiers.
97. Since managements have virtually no community of interests with tax collectors, there is no tendency to guard the interests of this group, except as required by law and in reaction to threats of audit or other investigatory activity.
98. The authors’ most successful investments have revolved around being in bed with superior managements who were able to be opportunistic on a long-term basis, say five years or so, in taking advantage of the resources in the business.
99. This inability in the United States for anyone outside of a court proceeding to take away a creditor’s right to a money payment unless the individual creditor consents is extremely important both to corporate managements and to creditors.
100. When companies are not strict going concerns, management appraisals ought to assess managements not only as operators but also as investors employing and redeploying assets and also as financiers, who are financing and refinancing businesses.

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